My clients are always behind schedule in the implementation of the recommendations I make. We have very specific timelines on all of our projects, but they always seem to fall behind schedule because of a few people on the "critical path" letting things "slip." Do you have any suggestions?

You certainly might suggest to your client that a project management seminar or "refresher" course might be helpful to get things back on track. You may feel strongly that you don't want to interfere too much in the management of your client's staff. One of the techniques you might want to try is the "reminder" method. Try using a short, friendly note sent a day or two ahead of a due date, gently worded in the form of a "reminder" that something important is due. Word choice is very important. Be sure to strategically use this phrase in your note: "Make sure to let me know if there is anything I can do to help!" You might also "CC" the project leader on the "reminder" note in order to subtly enlist their assistance in helping the team member meet the deadline.

Tip: We are rarely called on to manage our client's staff, but we can certainly play a role in expediting action items without interfering. The key is to be non-presumptuous, non-accusatory, and always willing to offer help.

© 2009 Institute of Management Consultants USA

We help our clients design and implement sophisticated performance measurement systems. However, it is always a struggle to keep these from being hijacked by the finance departments, who focus on month to month data and not long term goals.

Performance measurement systems are affected by the culture of the group designing and using them. There is nothing wrong with a financial reporting system, but this should not be confused with a performance management system. The latter is intended to guide an organization to results. The finance function, however, is grounded in a culture of risk avoidance and control. The effect of that perspective is to focus on process, accuracy of predictions and variance with expected data.

How much variation in month to month results are typical for your industry? Are long-term trends heading in the right direction? Does your executive team have evidence that past variance with plans is a good predictor of failure to meet goals? Is there a basis to believe this is the case now? Is the finance function being given undue influence over business operations? Remember, accounting is a trailing indicator and, while a provider of important data, it is a supporting function, not a business driver.

Tip: Discuss with your client during performance measurement system design what the specific culture, perspective and impact each department will have on providing data and interpreting those data. Talk about how decisions will be made if one set of data are well outside of expected predictions. How are accountabilities to be set, i.e., how much allowance is appropriate for variance and who is accountable for "fixing" that variance? Have these conversations during the design phase so that your client is not embroiled in conflict about a number rather than measuring progress against long-term organizational objectives.

© 2009 Institute of Management Consultants USA

What is it about some consultant's services that get them an engagement and others, with almost identical services, never get called back?

Conventional wisdom says that sales efforts work better when they like the offered service, they like and trust you, and the price is right. All well and good, but what do they like about what you are offering? What is it about the specific service or about you that makes them comfortable enough to approve the purchase? Conventional wisdom stops short of a real explanation.

It appears, however, that science is starting to fill in the gaps. Recent research in the field of neuromarketing is giving clues to the specific brain mechanism that causes a person to buy one good over another. Research at Emory University showed that the brain's medial prefrontal cortex is largely involved in making choices. Scanning MRI images of this area of the brain, which also is highly involved in self-identification and our personality, showed high activity when people were offered a choice that aligned with their self-concept. See How the Brain Reveals Why We Buy.

At a high level, this is logical but contains an important nuance. Success in sales is more than being personally likable or having a product that makes intellectual sense. Your prospect needs to believe that your services, or at least the benefits that accrue from using them, fit with their self-image. Give them a scenario that shows them integrating your services into their organization in a way consistent with their values, managerial style and ability to communicate value to their organization. Trying to sell an "innovative" service won't work if it’s use is at odds with the way they see themselves.

Tip: The Scientific American article referred to above shows that even when an "obviously" better product is matched up against a product to which the customer can better identify, the latter product wins. This means you need to really know your prospect's personality, style and preferences before pitching your services. Think sync before sizzle.

© 2009 Institute of Management Consultants USA